The effect of social responsibility based leadership and ethical leadership levels of recreation specialists on organizational commitment

The aim of the study was to determine the effect of social responsibility-based leadership and ethical leadership levels of recreation specialists on organisational commitment. The sample of the study consisted of a total of 291 recreation specialists (86 female, 205 male, 291 female, 205 male) working in provinces considered as recreation centres in sports, health, social, art, culture and education recreation activity areas in 3 different regions in Turkey. In the study, Social Responsibility-Based Leadership Scale developed by Tracy (1998) and Turkish validity and reliability performed by Külekçi (2015); Ethical Leadership Scale developed by Brown et al. (2005) and Turkish validity and reliability was performed by Tuna et al. (2012); Organisational Commitment Scale developed by Allen and Meyer (1990) and revised by Meyer, Allen and Smith (1993) and Turkish validity and reliability performed by Boylu et al. (2007) were used. SPSS 22.0, AMOS and JASP programmes were applied to analyse the data. When the MANOVA results on the sub-dimensions of the Social Responsibility Based Leadership Scale were analysed, significant difference was found according to gender, age, marital status, education level, income level, occupational years, recreational activity area, years of working in the current workplace and the region where the enterprises are located (p<0.01). When the T-Test results were analysed to test whether there was significant difference for ethical leadership levels of the participants, significant difference was found in the gender variable (p<0.05). MANOVA results on organisational commitment sub-dimensions revealed that there was significant difference according to the variables of gender, age, marital status, educational status, recreation activity area, years of working in the current workplace and the region where the enterprises are located, while there was no significant difference in income level and years of occupation variables (p<0,05). ). In addition, according to simple linear regression analyses, positive changes in the sub-dimensions of socially responsible leadership scale have positive effects on emotional commitment and normative commitment; positive changes in ethical leadership have positive effects on emotional commitment and normative commitment; positive changes in the sub-dimensions of socially responsible leadership scale have positive effects on ethical leadership. However, it was observed that there was no mediating role of ethical leadership in the effect of social responsibility-based leadership levels on organizational commitment level; and no significant effect was found in the joint interaction of social responsibility-based leadership levels and ethical leadership levels on organizational commitment.